The Governance of IT Professionals
Giorgio MOSCA Senior Advisor IT Division
4th IT STAR WS on ICT Skills, Education and Certification: the Multistakeholder Partnership
Rome, 27th November 2009 The Finmeccanica Group
Aeronautics Helicopters Defence Electronics DETAILS
KEY FIGURES 2008 (€ million)
Revenues 15,037 EBITA Adjusted 1,305 Net profit 621 EBIT 1,210 ROI 21.4% 16 % 2.53 € bn 20 % 3.03 € bn 29 % 4.36 € bn New Orders 17,575 Order Backlog 42,937 Alenia Aeronautica AgustaWestland SELEX Sistemi Integrati R&D 1,809 Alenia Aermacchi SELEX Communications Employees 73,398 ATR SELEX Galileo Superjet International SELEX Service Management Seicos Elsag Datamat DRS Technologies (From October 2008) Space Defence Systems Transportation Energy
6 % 0.99 € bn 7 % 1.11 € bn 12 % 1.75 € bn 8 % 1.33 € bn
Telespazio Oto Melara AnsaldoBreda Ansaldo Energia Thales Alenia Space WASS Ansaldo STS MBDA BredaMenarinibus 100% FNM JVs 40% FNM – 60% public The Finmeccanica Group
More than 41% CANADA U.K. resources abroad 367 10.107
FRANCE 3.618 GERMANY U.S.A. 979 12.684 OTHER COUNTRIES 287
ITALY EUROPE 43.267 58.907 BRAZIL 61
ARGENTINA AUSTRALIA 19 725
INDIA 348
Consolidated Headcount 73.398 (*) 31.12.2008
(*) Joint Ventures (MBDA, Thales Alenia Space, Telespazio, ATR, Superjet International) proportionally consolidated Elsag Datamat
Elsag Datamat is the Excellence Center of Finmeccanica for the Design, Delivery and Distribution of hi-tech products, solutions and services for Information & Communication Technology, Postal and Industrial Automation, Security, Transportation, Aerospace & Defence.
Automation Security Transportation Aerospace/Defence ICT
• 3.780 people • Revenue 2008 : 699 euro/mil • Ebit 2008: 66.8 euro/mil
• Main sites: Genova, Roma, Milano • International Markets orientation
Source: Truffle Top 100 European IT Companies The Offering
Know how in process automation, security, transportation, space and defence, information technology for a high tech content offering.
Automation Security Trasportation AeroSpace & Defence ICT AUTOMATION, ICT CONSULTING LOGISTICS DEFENCE SYSTEMS ICT SISTEMS AND AND POSTAL MULTIMODAL SOLUTIONS LOGISTICS HOMELAND SATELLITE OFTWARE SECURITY AND PUBLIC AND GROUND ICT OUTSOURCING INDUSTRIAL CRITICAL TRANSPORTATION SEGMENT AUTOMATION STRUCTURES AND MOBILITY VERTICAL SOLUTIONS FOR PROTECTION ENVIRONMENT INDUSTRY, TELCO- ICT SECURITY MONITORING UTILITIES, GOVERNMENT AND CITIZEN SAFETY FINANCE AND PROTECTION ICT Offering
Know how on ICT System Integration Architecture, Systems, Solution Delivery, Infrastructure Managed Services
Consulting Enterprise Vertical Infrastructure & Customer Services Solutions Solutions Managed Services Services
BUSINESS MANAGEMENT ENGINEERING ICT ARCHITECTURE SERVICE DESK PROCESS INFORMATION SYSTEMS REENGINERING BUSINESS SERVICE IT GOVERNANCE CONTACT CENTER ENTERPRISE RESOURCE SUPPORT CHANGE PLANNING ICT OPERATION & MANAGEMENT OPERATION SYSTEM MANAGEMENT CUSTOMER RELATIONSHIP SYSTEM SUPPORT MANAGEMENT ICT STRATEGY COMPUTER & eGOVERNMENT NETWORK SECURITY HUMAN RESOURCES BUSINESS CONTINUITY & INFORMATION ENERGY TRADING DISASTER RECOVERY MANAGEMENT CORE BANKING & HOUSING/HOSTING ENTERPRISE CONTENT INSURANCE MANAGEMENT LOCAL & CENTRAL COMPUTING WEB PORTALS & ENTERPRISE SEARCH APPLICATION MANAGEMENT DATA WAREHOUSE BUSINESS INTELLIGENCE IT Professionals Governance The Competency Management System
Finmeccanica Competency Management System is born in order to: realize a tool for harmonizing and mapping the names of professional roles among Group companies, create a common language as well as identify homogeneous skill clusters (in terms of knowledge and technical/managerial capabilities), contribute to the integration process among Group companies, starting from an homogeneous management of different skills, preliminary to the planning of training initiatives, knowledge sharing and HR development inside the Group. IT Professionals Governance The need for an IT CMS
The IT Competency Management System of Finmeccanica aims at: building a reference and skill management system coherent among Group companies, according to international best practices’ main features, creating a competence structure applicable also to the business of Elsag Datamat on the non captive IT service market, growing through its different aspects (management, training, development, mobility) a professional community able to better leverage people, skills and competences available throughout the IT organizations of the Finmeccanica Group. IT Professionals Governance ICT Professional Community Roles
9 Professional Roles have been identified within the IT Professional Community. The Professional Roles have been obtained as a grouping of 19 (out of 21) EUCIP* roles into 9 classes. Professional Community Roles have been identified by a workgroup involving the CIOs of the Group’s companies.
* EUCIP: European Certification of Informatics Professionals. IT Professionals Governance Cobit competences vs Professional Roles matrix
A set of CObIT** competences have been associated to each Professional role, thus generating a matrix for linking more than 450 Company-level Roles with the 9 IT Professional Community Roles.
The same process applied to Elsag Datamat market delivery organization allows to map, aggregate and synergize about 75 Company-level roles.
This activity allowed to eventually identify the number of resources per each Professional Role within the Group.
** COBIT (Control Objectives for Information and related Technology), it’s a set of best practices to manage IT processes inside a company. It is an internationally recognized IT Governance framework and set up by IT Governance Institute (www.itgi.org). IT Professionals Governance Professional levels
Professionals can be active on the same working tasks in a specific role, but can obviously present different skill levels as well as professional grades Criteria and differentiation items have been defined to identify the professiona lgrade
Coordination and integration Master capability
Complexity/nature of working Integration and 1 Senior skill reference processes capability
Nature and type of tasks Operational Professional Expert maturity 2 and work behavior Skills
Technician 3 Organization complexity differentiation criteria differentiation Professional skill levels Junior Basic skill
Development Skills Operative IT Professional Community development model Seniority levels and professional paths
Roles can present different maturity levels (according toGrading/Seniority). Represented schema does not exclude alternative potential career paths.
M M M
S S S S S S S S S
E E E E E E E E E
J J J
System Services Governance Process Demand Architect Security Application System Integration & CC
Legenda: M= Master: Coordination and integration capability E=Expert: Professional seniority S=Senior Integration and skill reference capability J=Junior: Basic Skill IT Professional Community development model Competences definition process
Next step involved the identification of the technical/professional skills per each Professional Role. Both CIO remarks collected during the first phase and EUCIP competencies linked to EUCIP roles associated to the IT Professional Community internal roles have been analyzed. Priorities have been assigned in determining the competences per each Professional Role to those considered Best Practices or specifically relevant in the Finmeccanica Group’s context. This task, performed within a workgroup of IT resources from all Group companies and has led to the realization of a specific library of Finmeccanica Group’s ICT skills (the “Finmeccanica Syllabus ”). IT Professional Community development model Seniority levels per each specific competence
Following the definition of core competences per each Professional Role, the weight of each skill has been mapped over each seniority level.
For example, the previous matrix maps required skill level versus Demand Professional Roles IT Professional Community development model Next steps
Next steps will involve: • Definition of learning libraries based on Finmeccanica Syllabus requirements • Core level assessment according to Finmeccanica Syllabus • Identification of basic training gaps • Definition of learning paths based on self training
• Identification of Elective profiles to assess / train accordingly • Linkage between professional paths and learning needs / opportunities Thank you for your kind attention
Giorgio Mosca Senior Advisor IT Division Via Laurentina 760 00143 Roma – Italia
[email protected] www.elsagdatamat.com
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